I’ve spent 35 years as an owner and operator in the automotive industry building, scaling, acquiring, integrating, and operating businesses across franchise dealerships and independent multi-location platforms.
I’ve worked in private, public, and private-equity-backed environments, scaled revenue more than 10x to over $300M, and led growth, acquisitions, and integration work across multiple businesses.
I understand how buyers think because I’ve been on both sides of the table.
My work now focuses on helping founder-led businesses install the structure that improves profitability today and strengthens valuation tomorrow.
Not every opportunity is a fit. Alignment matters.
35+ Years
Owner / operator experience
10× Growth
Scaled revenue to $300M+
Buyer + Operator
Perspective from both sides
Multi-Location
Platforms, integrations, and operations
Strong revenue is not enough.
Hard work is not enough.
Reputation is not enough.
I’ve seen good businesses lose negotiating power not because they weren’t good businesses – but because the structure wasn’t ready when the buyer showed up.
Too much still depended on the owner.
The numbers weren’t clear enough to defend under scrutiny.
Or the leadership and systems weren’t strong enough for a buyer to step into confidently.
That gap is expensive.
My background includes acquisitions, integrations, and a successful divestiture from a multi-store partnership experiences that shaped how I think about leverage, structure, and timing in a deal.
Most owners are exceptional at their craft. Few were ever taught how to put real business structure in place.
That means improving the disciplines that drive performance and long-term value:
Those are the disciplines that allow a business to scale, integrate, or sell on strong terms.
I work alongside founder-led businesses to install the operating structure that improves profitability now and strengthens valuation later.
This isn’t theory. It’s operating discipline applied where it matters most.
This work requires alignment, accountability, and a real commitment to putting the right structure in place so the business can operate and hold value beyond the owner.
If you’re thinking about scaling, stepping back, or eventually selling, the worst time to discover structural gaps is when someone else is evaluating the business.
Start the conversation before that happens.
